A two-year research project on connecting leadership among more than 500 professionals in 85 teams focused on an optimal mindset for leaders and team members. The research by Ruysdael, the Institute of Eclectic Psychology and members from the a2Results and Mindsonar community included various types of teams and sectors. It correlated the mindset of the leader with the team perception on seven human success factors for teamwork.
The approach was based on two instruments: Mindsonar, that measures thinking styles, criteria and drives in a specific context and the a2Results Team app that captures underlying perceptions on team dynamics.
The overall conclusion was that the majority of teams struggle with adaptivity and working in the flow. Using an optimal mindset, tailored to the specific team and context, the team dynamics can be influenced to improve (faster, better, more sustainable) the output of the team.
What is the optimal mindset?
The optimal mindset consists of a triple focus and the activation of certain thinking styles. Triple focus is a concept introduced by Peter Senge and Daniel Goleman and It translates to the NLP perceptual positions of I, we and the field. With an optimal mindset you effortlessly and unconsciously switch between the positions or focus fields.
For the internal focus the leader appeared to maintain an inner balance by activating the following thinking styles or meta programs: towards (motivated by objectives and less by problems), Options (responding with alternative ways and concepts instead of procedural steps), People (being the primary focal point of attention) and Matching (focus on what is right, in what people have in common).
For the focus on interaction the leaders were aimed at improving alignment between people by switching between thinking styles. Four sets seemed to have the most relevance in team work: Global/Specific (top down and bottom up processing of information), Options/Procedures (responding with alternative ways and maintaining an clear process), Externally/Internally referenced (using criteria of others and self when making a decision) and Internal/External locus of control (perceiving various sources of authority).
Integration with bigger ecosystem
For the focus on the bigger ecosystem, the ‘field around us’, they were aimed at integration and scalability. For that they activated the following thinking styles: Information (primary focal point of attention), Global/Specific (top down and bottom up processing of information), Internal/External locus of control (perceiving various sources of authority).
More information (in dutch) is available via https://a2results.com/onderzoek/verschil-maken-als-verbinder/
Video on mindsonar.info see: https://www.mindsonar.info/optimal-mind-set-for-project-management/
Rien van leeuwen via linkedin: linkedin.com/in/rienvanleeuwen